Loughborough University
Leicestershire, UK
LE11 3TU
+44 (0)1509 263171
Loughborough University

Loughborough University Institutional Repository

Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/13418

Title: An holistic approach to understanding the changing nature of organisational structure
Authors: Doherty, Neil
Champion, Donna
Wang, Leitao
Keywords: Manufacturing resource planning
Corporate strategy
Organizational structures
Manufacturing industries
China
Issue Date: 2010
Publisher: © Emerald Group Publishing Limited
Citation: DOHERTY, N., CHAMPION, D. and WANG, L., 2010. An holistic approach to understanding the changing nature of organisational structure. Information Technology & People, 23 (2), pp.116-135.
Abstract: Purpose of this paper The purpose of the exploratory study, reported in this paper, was to revisit and critically reappraise the impact of IT upon organizational structure, by exploring how the deployment of ERP, when accompanied by a specific strategic orientation, impacted upon the host organisation’s structural design. Design/methodology/approach The study was initially enacted through a postal questionnaire survey of IT managers within a sample of China’s largest manufacturing organisations. Follow-up interviews were then conducted with senior managers, who had first-hand experience of working on ERP implementations, to help us more fully understand the impact of ERP upon organisational structure. Findings The study found that the implementation of ERP technology and the strategic orientation of the host organisation are both likely to modify the structural design of Chinese manufacturing organisations. Moreover, it has been found the success of an ERP deployment is a stronger predictor of organizational form, than the scale of the deployment. The results of the study would also suggest that ERP is more likely to affect structural changes, when deployed in the presence of a complementary ‘Prospector’ corporate strategy. Practical implications This study provides clear new evidence that ERP is likely to have a significant impact upon organisational structure, but, because of the complexity of the technology and the uniqueness of every organisational context, we offer no simple prescriptions or panaceas, as to how it should be managed. However, managers should be aware that an ERP implementation will almost certainly affect organisational structure, and then take steps to ensure that such changes are carefully and proactively managed. What is original/value of paper There is already a rich and established literature with regard the impact of IT upon organisational structure. However, we would argue that by focussing upon ERP, by explicitly modelling the effect of strategy and by taking a holistic view of organizational structure, we have been able to offer a far more subtle view of the complexities of the relationship between IT and organizational structure, than prior studies.
Description: This article is © Emerald Group Publishing and permission has been granted for this version to appear here: http://dx.doi.org/10.1108/09593841011052138. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
Version: Accepted for publication
DOI: 10.1108/09593841011052138
URI: https://dspace.lboro.ac.uk/2134/13418
Publisher Link: http://dx.doi.org/10.1108/09593841011052138
ISSN: 0959-3845
Appears in Collections:Published Articles (Business School)

Files associated with this item:

File Description SizeFormat
IT&P2010 [Repository Copy].pdfAccepted version118.02 kBAdobe PDFView/Open

 

SFX Query

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.